Do Not Take The Business Plan Too Seriously

< p > I realized in a very short time that customers will not pay for the idea. My urgent task is to build a product line that can be sold and break even as soon as possible to prove that this mode is feasible in the short run. If the enterprise can not survive, what mission and vision will it talk about? Fortunately, I immediately adjusted and improved my product line.

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< p > this is also the way for most entrepreneurs to go.

A little pursuer will write a business plan at the beginning of his business to prove that he will not only be a "business person" in the future.

But when he really starts to act, he has to face a very real dilemma: either to follow the plan but find frustration everywhere, or to change the plan to try and make mistakes again and again.

Maybe you will not change the direction of your entrepreneurial goals, but some of them will change a lot, because reality is far more complicated than planning.

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< p > < a href= > http://sjfzxm.com/news/index_q.asp > > if /a > you take angel investment, don't feel guilty because you didn't act according to your plan at that time, because those angel investors really didn't take your business plan seriously.

Many angel investors have entrepreneurial experience. They know that those business plans are just a few untested assumptions, which are far from reality.

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< p > but because they know countless people, they will have a basic judgement of whether a person can succeed.

In other words, he knows that your plan doesn't count. He gambles on the judgement of you.

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If P understands this, you will feel much better.

Those early funds are not exactly for you to carry out the plans you made before, but for your trial and error, so that you will not break the capital chain before you find the right direction.

Angel investment is more like your cash reservoir. It is not realistic to rely on this money to complete a grand plan, but it can ensure that you will not die due to the flow of funds before you find the direction.

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< p > startups should not take the business plan seriously.

Business plan is basically the style and process of large enterprises, and many entrepreneurial enterprises are not applicable.

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The biggest feature (and charisma) of P is its uncertainty, and there are many prerequisites for a big business plan, such as a defined customer group, a defined product function, a confirmed execution team, and a confirmed funding support, which is uncertain for a start-up company.

Venture companies need to constantly trial and error to find clear strategies.

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< p > entrepreneurs must clearly know that business plans are just a series of untested assumptions, which need to be tested through continuous customer testing and verification to prove its feasibility.

Using a series of assumptions to guide practice is like making a big mistake.

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< p > the founders should walk out of the office in person and understand the deep, personalized, first-hand demand information from potential customers instead of setting a clear direction and product plan before that.

Strategy is not a product you can analyze ahead of time, but a product of trial and error and focus.

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< p > entrepreneurs must also clearly know that all business plans are supported by founders' personal beliefs, and they do not have clear customer groups.

Entrepreneurs should discard the traditional product management and development processes applied by large companies, combine agile engineering and customer development, and establish, test and find business models in an iterative way to achieve the pition from "unknown" to "known", from "uncertainty" to "determination".

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< p > the founder has better use four words as a guide to find a reliable business mode: "professionalization, focus, differentiation, and strong test".

That is to say, do what you are best at; focus all your efforts on one point; be different from your peers; solve the rigid needs of customers and bring cash flow immediately.

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< p > in customer and product development, it can be divided into four dimensions -- old customers, old products, old customers, new products, new customers, old products, new customers and new products.

For start-ups, the old customers' old products are often the dominant sites of large companies, and there has long been a red sea, and the possibility of their entry into competition is not great.

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< p > the risk of new customers and new products is too high, because new customers need a certain amount of incubation time to persuade customers to use new products and take more time.

The most reasonable way is to develop new products for existing customers. At this time, you need some customer education work, or promote the established products in a new market, because there are successful precedents, so that you can follow the road.

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< p > plan is unpredictable and constantly changing, but there are some rules that can be predicted. That is your mission, vision and values.

Do not constantly change and compromise in this area. This will make you have a relatively definite thing in the uncertain world, not only can you find your way, but also enable the whole entrepreneurial team to find the direction.

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< p > a good leader should be clear about his goals, know his strengths and weaknesses, have a clear understanding of society and others, and have strong self driving ability and self-control. He knows what should be done and what should not be done, and has a strong ability to influence others.

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< p > these abilities are what we usually call "EQ". These abilities have been basically determined before a person is 30 years old.

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